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Indonesia Energy Engineering & Construction
This business plan seeks to generate a significant increase in c ompany sales and profits from the
services of engineering, proc urement and construction (EPC) of power generation and power
delivery projects over the preceding year. This plan highlights a sales- revenue target for the
next five years. This target is seen as attainable through a proactive approach, by teaming up
with a project financing provider, partnering with reputable loc al and regional engineers,
suppliers, and construction firms to reduce competition, and improving pricing while reducing
risks. The required marketing budget for the duration of this plan will grow somewhat eac h
year. Based on the company's cash flow and previous profits, the company's expansion can be
carried out without any further increase in financial leverage.
The Company
Indonesia EEC was founded in 1996 and is based in Jakarta, Indonesia. The company is a
subsidiary of United States Energy Engineering & Construction (U.S. EEC). Indonesia EEC offers
good quality and cost effective service in engineering, design, proc urement, project
management, construction and construction management, environmental consulting, and other
consulting services in relation to the design, building and management of electrical power plants.
In the near future, Indonesia EEC will establish a joint venture company with a reputable loc al
company who has experience and capability in performing EPC works of power projects, as well
as financial capability, and will broaden the coverage by expanding into additional service areas.
Indonesia EEC currently has an admin staff of seventeen individuals that cover sales,
marketing, ac counting etc. Once projects have been secured, then project offices will be
established and project personnel and staff will be recruited. Project office organization and staff
will encompass the engineering, proc urement, and construction divisions.
The Market
At the moment there is a real opportunity to increase Indonesia's power infrastructure as the
government owned power utility (PLN) has not been able to deliver a reliable and cost
effective power system. However, the current situation in Indonesia is charac terized by a
continuing downward economic drift. It seems reasonable, however, that the company's
target market sectors have strength to be credible buyers in the Indonesian power business,
since their business orientation is foc used in the export market. The company fac es significant
rivalry from a variety of direct and indirect competitors.
In Indonesia, there are twelve market sectors of power generation business in which Indonesia
EEC will be seeking prospec ts on a foc used and proactive approach.
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1.1 Objectives
The financial and marketing objectives of Indonesia EEC follow.
Financial Objectives
1. Sales starting at $XXXX, and growing eac h year to $XXXX, $XXXX, $XXXX, and $XXXX by
Year 5.
2. High average gross margin precent of sales revenue for EPC jobs. When the joint
venture company has been established and has been in operation for four years, it will
also produce excellent IRR for 25 years, which will create different types of jobs: build,
own, operate (BOO), build, operate, transfer (BOT), build, lease, transfer (BLT), build and
rent (B&R), and energy conversion contrac t (ECC).
Marketing Objectives
The financial objectives are converted into marketing objectives. If the company wants to earn
its targets for gross margin and sales revenue from the EPC works then it must set an average
profit margin on sales from the EPC works of average XX%. When the joint venture company has
been established and has been in operation for four years, then the joint venture company will
also produce an average XX% IRR for 25 years BOO, BOT, BLT, B&R, and ECC jobs. To ac hieve
these targets, the company will have to set certain goals for customer awareness, such
as proactively approaching the prospec tive clients including project financing providers,
establishing a joint venture with a reputable loc al company who has experience and capability
in performing EPC works of power projects, as well as the financial capability to be equal
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Indonesia Energy Engineering & Construction
partners with Indonesia EEC.
· Ac hieve a targeted sales revenue of $XXXX in Year 1, $XXXX in Year 2, $XXXX in Year
3, $XXXX in Year 4, and $XXXX in Year 5 from the EPC works.
· Reduce competition, reduce risks, and lower price levels by establishing a joint venture
with a reputable loc al company who has experience in performing EPC works of power
projects, as well as the financial capability to be equal partners with Indonesia EEC .
· Pursuing not only EPC prospec ts, but also BOO, BOT, BLT, B&R, and ECC prospec ts.
· Utilizing the joint venture company as the main entity of Indonesia EEC to conduct
business in Indonesia.
1.2 Mission
The mission of the Indonesia EEC is to establish a strong presence in Indonesia to implement all
provisions of the Energy Engineering & Construction (EEC) mission statement with the specific
mission of bec oming the leading full service EPC in Indonesia. Also, Indonesia EEC's role to be the
leader in the business of BOO, BOT, BLT, B&R, and ECC in the Indonesian captive power
sector, will be built through a joint venture approach.
2. Reduce the costs of performing work to the point that the Indonesian operation can
provide engineering, proc urement, and support services at a lower cost than
those provided by the U.S. office.
2. Excellence in fulfilling the promise. To realize a benefit, a claim must be made and proof
presented.
3. Providing clients with both solutions and value creations. Helping the clients to increase
their own profit potential.
4. Quality service and customer satisfac tion. Everything we sell is guaranteed, so the
services have to do what the customers want. Long-term customer satisfac tion is critical
to our survival.
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6. The right management team, with strong foundations in marketing, management, finance,
and services development.
U.S. EEC's management wants Indonesia EEC to deliver a good financial performance. As a
subsidiary company of U.S. EEC, Indonesia EEC sets the following objectives for the products
and services lines of EPC power generation and power delivery projects:
2. Reduce competition and risks while lowering price levels by establishing a joint venture
with a reputable loc al company who also has experience in performing EPC power
projects.
3. Pursuing not only EPC prospec ts, but also BOO, BOT, BLT, B&R, and ECC prospec ts.
4. Utilizing the joint venture company as the main entity of EEC to conduct business in
Indonesia, and to provide all aspec ts of energy engineering services.
Indonesia EEC was founded in 1996. Shares in the company are owned entirely by U.S. EEC.
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Indonesia Energy Engineering & Construction
Balance Sheet
1996 1997 1998
Current Assets
Cash $15,000,000 $19,500,000 $26,250,000
Accounts Receivable $6,112,981 $7,946,875 $10,697,716
Other Current Assets $525,931 $683,710 $920,380
Total Current Assets $21,638,912 $28,130,585 $37,868,096
Long-term Assets
Long-term Assets $710,837 $924,089 $1,243,965
Accumulated Depreciation $0 $0 $0
Total Long-term Assets $710,837 $924,089 $1,243,965
Current Liabilities
Accounts Payable $2,478,188 $3,221,644 $4,336,828
Current Borrowing $0 $0 $0
Other Current Liabilities (interest free) $0 $0 $0
Total Current Liabilities $2,478,188 $3,221,644 $4,336,828
Long-term Liabilities $0 $0 $0
Total Liabilities $2,478,188 $3,221,644 $4,336,828
Other Inputs
Payment Days 30 30 30
Sales on Credit $31,098,365 $40,427,875 $54,422,140
Receivables Turnover 5.09 5.09 5.09
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Indonesia Energy Engineering & Construction
3.0 Services
Indonesia EEC offers good quality and cost effective service in engineering, design, proc urement,
project management, construction and construction management, environmental consulting,
management consulting, quality assurance and quality control, information management,
operations and maintenance and proc ess technology development.
The benefits it sells shall include many intangibles: reliability, optimizing the client's profit
potential, confidentiality, guaranteed quality, continuous improvements, technology transfer, and
cost effectiveness. Long-term customer satisfac tion is the most critical component of the
services offered by the company.
It is vital to establish presence in the market and to start making sales on the growing
segment. Personal relationships are important and memories are long. It is also vital to keep in
mind that it is wrong to wait for recovery before establishing market presence. Project and
market development timeframes in Indonesia are lengthy: three to four years or more;
however, this timeframe can be compressed by a strong loc al partner. This implies the need for
establishing a joint venture company rather than going it alone. Even under normal
circumstances, the company needs to enter the market on the basis of a long-term strategic
calculus, with c ommitment and resources. To every firm which is interested in participating in the
Indonesian market, now is the time to enter.
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3.4 Sourcing
Indonesia EEC works with all the major power plants and power transmission equipment
suppliers on a project-by- project basis and will not represent any of them under an exclusive
agreement.
It also works with a number of reputable and experienced loc al engineering and construction
companies under either a project-by- project or consortium basis. This is done to reduce
competition and risks and to provide clients with c ompetitive pricing without cutting profits, as
well as maximizing the loc al contents, and shifting the responsibility to provide bid bonds,
performance bonds, and credit lines to the loc al partner.
3.5 Technology
As a subsidiary company of U.S. EEC, Indonesia EEC will utilize its parent company's
capabilities, experience, resources, and technologies as follows:
1. The world-class leaders in the design and construction of power generation and power
transmission fac ilities.
3. Fossil-fueled power plants EPC, hydropower plants EPC, geothermal power plants EPC,
nuclear power plants EPC, and plant services.
4. Power plant engineering software and power transmission system engineering software
both help ensure lowest cost and design of power generation and transmission fac ilities.
The Market Analysis table shows the estimated captive power project values in the dollar per
year, within the period of 1999-2003, based on the present circumstances. This table is a live
and dynamic table. The numbers of dollars eac h year could increase as the economy corrects
itself.
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Indonesia Energy Engineering & Construction
1. Captive power developers (this type of client could be any industrial fac ilities owner
who needs power supply for its own fac ilities or their subsidiaries in the form of IPP
developers)
3. Textile producers
4. Cement mills
5. Mining industries
6. Shrimp farming
7. Sugar producers
9. Fertilizer manufacturing
It seems reasonable, based on strong fundamentals, that the above twelve sectors have
strength to be credible buyers in the Indonesian power business, since their business
orientation is foc used in the export market leads ac ceptable development risks.
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The current situation in Indonesia can be charac terized by commercial paralysis, policy paralysis,
and for the moment, a continuing downward economic drift. But it seems reasonable that the
previously listed twelve sectors have strength to be credible buyers in the Indonesian power
business, since their business orientation is foc used in the export market leads ac ceptable
development risks. The uncertainty lies in how long the country's economic recovery will take
and with what twists and turns in the political and economic structure will offer tremendous
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opportunities for the the company in developing badly needed, inside-the-fence captive power
projects to satisfy the demand. This requirement has not diminished bec ause of the crisis. It
even increases due to the government owned power utility (PLN) absence to deliver a reliable
and cost effective power system.
For the short term, the company needs to be flexible and creative in pricing and financing its
services. Indonesian buyers are likely to be more dependent than ever on supplier financing,
and looking for bargains; unfortunately, the current economic erosion situation has put them in
a compromising position for bargaining. The company needs to be proactive in assisting its
customers in finding sources of financing, inventing creative payment terms or offering a more
lenient repayment period, if possible, and looking for ways to cut the price of supplies and
services. Barter trade has often been a required element of major government projects, but it
would be no surprise to see more emphasis on barter trade in the coming period.
1. PT. ABB Energy System Indonesia (PT. ABB-ESI), a joint venture of ABB-CE and PT.
PAL, a member of BPIS.
2. PT. Rekayasa Industry (PT. RI), a government-owned EPC contrac tor company under
the management of the Directorate of Machineries and Base Metals Industries, Ministry of
Industry and Trade. PT. RI is well established in the fertilizer proc essing field.
3. PT. Inti Karya Persada Tehnik (PT. IKPT), a loc al EPC contrac tor company. PT. IKPT is
well established in the petroleum, petroc hemical, and geothermal fields.
4. Indonesia Power (previously "PT. PLN (Persero) Pembangkitan Tenaga Listrik Jawa Bali-
I), a subsidiary operating company of PT. PLN (Persero) for the western part of
the Java- Bali power system.
5. PT. PLN (Persero) Pembangkitan Tenaga Listrik Jawa Bali-II (PLN PJB-II), a subsidiary
operating company of PT. PLN (Persero) for the eastern part of the Java- Bali power
system.
6. PT. Tripatra.
7. PT. Gunanusa.
9. PT. Pertafenikki.
1. Original Equipment Manufac turers. They are not fully recognized as competitors;
however, these companies are seen to be the strongest competitors in Indonesia: ABB,
GE, Westinghouse, Siemens, Rolls- Royce, Ansaldo, Mitsubishi, Fuji, Toshiba, Babc oc k &
Wilcox, GEC Alsthom, Foster Wheeler, Austrian Energy, Coc kerill Mechanical Industries
(CMI), John Brown Ltd., Kvaerner, Lurgi, Ishikawajima Harima (IHI), Wartsila, Caterpillar,
Pielstick, MAN, and Niigata.
When the joint venture company between Indonesia EEC and its loc al partner has been
established, it will be able to reduce costs and increase profits by having a full-service
production office in Indonesia.
The critical issue for establishing a loc al production capability is the ability of Indonesia EEC to
hire, train, and retain highly qualified and motivated Indonesian engineers.
Furthermore, PLN's inability to pay power and natural gas at the prevailing exchange rate has put
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Indonesia Energy Engineering & Construction
both PLN and independent power producer (IPP) developers into a very difficult position to
move forward with their project implementation between 1999 and 2003. Meanwhile, in line
with the government's export increasing program to strengthen the national reserve funds, many
big electricity consumers will fac e their fast growing demand. This situation will compel many
electricity consumers (especially large industrial fac ilities) to set up their own c aptive power
plants.
As a result of this need, Indonesia EEC will foc us its marketing directive on those large, export-
oriented, industrial companies.
One of the most important key fac tors in Indonesia EEC's competitive edge is its expertise in
providing ac cess to the trade financing, as follows:
3. Furnishing and proc essing loan documentation for export credit agencies.
4. Preparing grant proposals and feasibility studies required by the funding institution when a
company moves into new markets.
6. Applying for and obtaining final commitment of funds based on feasibility studies.
7. Arranging for the best available financing through private national and international
banking institutions.
The establishment of a joint venture company between Indonesia EEC and a strong, experienced
loc al engineering and construction company is the most strategic step to overcome the
competition by reduced production costs as well as to improve flexibility in penetrating the
markets in developing countries, especially the Asia Region.
1. Proven expertise in project financing arrangements, espec ially under the barter trade
arrangements.
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Indonesia Energy Engineering & Construction
2. Direct negotiation approaches with the clients.
3. Strategic alliances with a reputable loc al company who has experience as either an EPC
company or developer in Indonesian power sector, capability, and the in-house fac ilities
to perform the detailed engineering, proc urement, and construction of power projects.
4. Competitiveness in pricing.
January through March 2001 will offer the highest sales, as many clients will begin the
implementation of their projects.
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Indonesia Energy Engineering & Construction
When projects have been secured, then project offices will be established and project
personnel and staff will be recruited. Project office organization and staff will encompass the
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Indonesia Energy Engineering & Construction
engineering, proc urement, and construction divisions.
The administrative section obtains outside services from Indonesian professional firms for tax
reporting, legal and contrac t consulting, and immigration "consultants." It is expec ted that these
services will continue to be contrac ted out as the cost of full-time staff positions in these
specialists will be large.
Indonesia EEC's main management divisions are Sales & Marketing (the marketing, sales, services
research and development, and public relations operations will be managed by this division) and
Internal Business Management (the legal, ac counting, administration, and human resources
development sections will be managed by this division).
The following table summarizes our personnel plan for the five years of this business plan.
Table: Personnel
Personnel Plan
1999 2000 2001 2002 2003
President Director/Chief Representative $54,000 $59,400 $65,340 $71,874 $79,061
Executive Secretary $6,480 $7,150 $7,865 $8,651 $9,516
VP Sales & Marketing $25,992 $28,600 $31,460 $34,606 $38,066
Sales Manager $15,600 $17,160 $18,876 $20,764 $22,840
Marketing & Business Dev. Manager $15,600 $17,160 $18,876 $20,764 $22,840
Secretary $3,900 $4,290 $4,719 $5,191 $5,710
VP Internal Business Management (IBM) $25,992 $28,600 $31,460 $34,606 $38,066
Finance Manager/Senior Accountant $15,600 $17,160 $18,876 $20,764 $22,840
Accountant $12,000 $13,200 $14,520 $15,972 $17,569
Human Resources Manager $15,600 $17,160 $18,876 $20,764 $22,840
Administrative Officer $12,000 $13,200 $14,520 $15,972 $17,569
Legal Officer $12,000 $13,200 $14,520 $15,972 $17,569
Bookkeeper $3,900 $4,290 $4,719 $5,191 $5,710
Clerical $1,296 $1,430 $1,573 $1,730 $1,903
Clerical $1,296 $1,430 $1,573 $1,730 $1,903
Clerical $1,296 $1,430 $1,573 $1,730 $1,903
Clerical $1,296 $1,430 $1,573 $1,730 $1,903
Total People 0 0 0 0 0
2. Financial and Ac counting Status: Operations in Indonesia are not kept in a separate
ac counting system and the current system does not allow any disc rete or ac curate
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Indonesia Energy Engineering & Construction
information about total costs for loc al operations.
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Assumptions:
Average Percent Variable Cost 54%
Estimated Monthly Fixed Cost $416,619
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Indonesia Energy Engineering & Construction
Expenses
Payroll $223,848 $246,290 $270,919 $298,011 $327,808
Sales and Marketing and Other Expenses $4,610,000 $4,875,000 $5,430,000 $5,850,000 $6,310,000
Depreciation $0 $0 $0 $0 $0
Leased Equipment $6,000 $6,500 $7,000 $7,500 $8,000
Utilities $72,000 $72,000 $72,000 $84,000 $84,000
Insurance $6,000 $6,000 $7,000 $7,000 $8,000
Rent $48,000 $48,000 $48,000 $48,000 $48,000
Payroll Taxes $33,577 $36,944 $40,638 $44,702 $49,171
Other $0 $0 $0 $0 $0
Profit Before Interest and Taxes $40,942,575 $42,948,367 $47,420,498 $51,093,645 $55,194,521
EBITDA $40,942,575 $42,948,367 $47,420,498 $51,093,645 $55,194,521
Interest Expense $0 $0 $0 $0 $0
Taxes Incurred $10,235,644 $10,737,092 $11,855,125 $12,773,411 $13,798,630
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Indonesia Energy Engineering & Construction
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Indonesia Energy Engineering & Construction
Detailed monthly numbers are included in the appendix.
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Indonesia Energy Engineering & Construction
Current Assets
Cash $62,515,265 $93,703,986 $129,079,932 $167,243,738 $208,464,638
Accounts Receivable $7,416,667 $7,787,500 $8,603,333 $9,270,833 $10,012,500
Other Current Assets $920,380 $920,380 $920,380 $920,380 $920,380
Total Current Assets $70,852,311 $102,411,866 $138,603,645 $177,434,952 $219,397,518
Long-term Assets
Long-term Assets $1,243,965 $1,243,965 $1,243,965 $1,243,965 $1,243,965
Accumulated Depreciation $0 $0 $0 $0 $0
Total Long-term Assets $1,243,965 $1,243,965 $1,243,965 $1,243,965 $1,243,965
Total Assets $72,096,276 $103,655,831 $139,847,610 $178,678,917 $220,641,483
Current Liabilities
Accounts Payable $6,614,112 $5,962,392 $6,588,798 $7,099,870 $7,666,545
Current Borrowing $0 $0 $0 $0 $0
Other Current Liabilities $0 $0 $0 $0 $0
Subtotal Current Liabilities $6,614,112 $5,962,392 $6,588,798 $7,099,870 $7,666,545
Long-term Liabilities $0 $0 $0 $0 $0
Total Liabilities $6,614,112 $5,962,392 $6,588,798 $7,099,870 $7,666,545
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Table: Ratios
Ratio Analysis
1999 2000 2001 2002 2003 Industry Profile
Sales Growth 14.29% 5.00% 10.48% 7.76% 8.00% 7.10%
Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%
Gross Margin 45.94% 45.94% 45.94% 45.95% 45.95% 0.00%
Selling, General & Administrative Expenses 15.24% 15.26% 15.29% 15.29% 15.28% 81.80%
Advertising Expenses 0.03% 0.04% 0.04% 0.04% 0.04% 0.20%
Profit Before Interest and Taxes 40.94% 40.90% 40.88% 40.87% 40.88% 2.50%
Main Ratios
Current 10.71 17.18 21.04 24.99 28.62 1.69
Quick 10.71 17.18 21.04 24.99 28.62 1.37
Total Debt to Total Assets 9.17% 5.75% 4.71% 3.97% 3.47% 56.20%
Pre-tax Return on Net Worth 62.52% 43.96% 35.59% 29.78% 25.92% 6.00%
Pre-tax Return on Assets 56.79% 41.43% 33.91% 28.60% 25.02% 13.60%
Activity Ratios
Accounts Receivable Turnover 6.74 6.74 6.74 6.74 6.74 n.a
Collection Days 60 53 52 52 52 n.a
Accounts Payable Turnover 10.44 12.17 12.17 12.17 12.17 n.a
Payment Days 29 32 29 29 29 n.a
Total Asset Turnover 1.39 1.01 0.83 0.70 0.61 n.a
Debt Ratios
Debt to Net Worth 0.10 0.06 0.05 0.04 0.04 n.a
Current Liab. to Liab. 1.00 1.00 1.00 1.00 1.00 n.a
Liquidity Ratios
Net Working Capital $64,238,199 $96,449,474 $132,014,848 $170,335,081 $211,730,972 n.a
Interest Coverage 0.00 0.00 0.00 0.00 0.00 n.a
Additional Ratios
Assets to Sales 0.72 0.99 1.21 1.43 1.63 n.a
Current Debt/Total Assets 9% 6% 5% 4% 3% n.a
Acid Test 9.59 15.87 19.73 23.69 27.31 n.a
Sales/Net Worth 1.53 1.07 0.87 0.73 0.63 n.a
Dividend Payout 0.00 0.00 0.00 0.00 0.00 n.a
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Appendix
Table: Sales Forecast
Sales Forecast
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Sales
Engineering & Architect (E&A) 0% $6,250,000 $3,750,000 $2,500,000 $1,250,000 $1,250,000 $1,250,000 $1,250,000 $1,250,000 $1,250,000 $1,250,000 $1,250,000 $2,500,000
Engineering & Procurement 0% $10,000,000 $6,000,000 $4,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $4,000,000
Engineering & Construction 0% $3,750,000 $2,250,000 $1,500,000 $750,000 $750,000 $750,000 $750,000 $750,000 $750,000 $750,000 $750,000 $1,500,000
Project management (PM) 0% $5,000,000 $3,000,000 $2,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $2,000,000
Total Sales $25,000,000 $15,000,000 $10,000,000 $5,000,000 $5,000,000 $5,000,000 $5,000,000 $5,000,000 $5,000,000 $5,000,000 $5,000,000 $10,000,000
Direct Cost of Sales Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Engineering & Architect (E&A) $3,375,000 $2,025,000 $1,350,000 $675,000 $675,000 $675,000 $675,000 $675,000 $675,000 $675,000 $675,000 $1,350,000
Engineering & Procurement $5,400,000 $3,240,000 $2,160,000 $1,080,000 $1,080,000 $1,080,000 $1,080,000 $1,080,000 $1,080,000 $1,080,000 $1,080,000 $2,160,000
Engineering & Construction $2,025,000 $1,215,000 $810,000 $405,000 $405,000 $405,000 $405,000 $405,000 $405,000 $405,000 $405,000 $810,000
Project management (PM) $2,700,000 $1,620,000 $1,080,000 $540,000 $540,000 $540,000 $540,000 $540,000 $540,000 $540,000 $540,000 $1,080,000
Subtotal Direct Cost of Sales $13,500,000 $8,100,000 $5,400,000 $2,700,000 $2,700,000 $2,700,000 $2,700,000 $2,700,000 $2,700,000 $2,700,000 $2,700,000 $5,400,000
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Appendix
Table: Personnel
Personnel Plan
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
President Director/Chief Representative 0% $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500
Executive Secretary 0% $540 $540 $540 $540 $540 $540 $540 $540 $540 $540 $540 $540
VP Sales & Marketing 0% $2,166 $2,166 $2,166 $2,166 $2,166 $2,166 $2,166 $2,166 $2,166 $2,166 $2,166 $2,166
Sales Manager 0% $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300
Marketing & Business Dev. Manager 0% $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300
Secretary 0% $325 $325 $325 $325 $325 $325 $325 $325 $325 $325 $325 $325
VP Internal Business Management (IBM) 0% $2,166 $2,166 $2,166 $2,166 $2,166 $2,166 $2,166 $2,166 $2,166 $2,166 $2,166 $2,166
Finance Manager/Senior Accountant 0% $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300
Accountant 0% $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000
Human Resources Manager 0% $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300 $1,300
Administrative Officer 0% $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000
Legal Officer 0% $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000
Bookkeeper 0% $325 $325 $325 $325 $325 $325 $325 $325 $325 $325 $325 $325
Clerical 0% $108 $108 $108 $108 $108 $108 $108 $108 $108 $108 $108 $108
Clerical 0% $108 $108 $108 $108 $108 $108 $108 $108 $108 $108 $108 $108
Clerical 0% $108 $108 $108 $108 $108 $108 $108 $108 $108 $108 $108 $108
Clerical 0% $108 $108 $108 $108 $108 $108 $108 $108 $108 $108 $108 $108
Total People 0 0 0 0 0 0 0 0 0 0 0 0
Total Payroll $18,654 $18,654 $18,654 $18,654 $18,654 $18,654 $18,654 $18,654 $18,654 $18,654 $18,654 $18,654
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Appendix
Table: General Assumptions
General Assumptions
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Plan Month 1 2 3 4 5 6 7 8 9 10 11 12
Current Interest Rate 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50% 8.50%
Long-term Interest Rate 9.00% 9.00% 9.00% 9.00% 9.00% 9.00% 9.00% 9.00% 9.00% 9.00% 9.00% 9.00%
Tax Rate 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00%
Other 0 0 0 0 0 0 0 0 0 0 0 0
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Appendix
Table: Profit and Loss
Gross Margin $11,495,000 $6,895,000 $4,594,000 $2,294,000 $2,294,000 $2,294,000 $2,294,000 $2,294,000 $2,294,000 $2,294,000 $2,300,000 $4,600,000
Gross Margin % 45.98% 45.97% 45.94% 45.88% 45.88% 45.88% 45.88% 45.88% 45.88% 45.88% 46.00% 46.00%
Expenses
Payroll $18,654 $18,654 $18,654 $18,654 $18,654 $18,654 $18,654 $18,654 $18,654 $18,654 $18,654 $18,654
Sales and Marketing and Other $388,500 $382,000 $382,000 $388,500 $382,000 $382,000 $388,500 $382,000 $382,000 $388,500 $382,000 $382,000
Expenses
Depreciation $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Leased Equipment $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500
Utilities $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000
Insurance $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500
Rent $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000
Payroll Taxes 15% $2,798 $2,798 $2,798 $2,798 $2,798 $2,798 $2,798 $2,798 $2,798 $2,798 $2,798 $2,798
Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Operating Expenses $420,952 $414,452 $414,452 $420,952 $414,452 $414,452 $420,952 $414,452 $414,452 $420,952 $414,452 $414,452
Profit Before Interest and Taxes $11,074,048 $6,480,548 $4,179,548 $1,873,048 $1,879,548 $1,879,548 $1,873,048 $1,879,548 $1,879,548 $1,873,048 $1,885,548 $4,185,548
EBITDA $11,074,048 $6,480,548 $4,179,548 $1,873,048 $1,879,548 $1,879,548 $1,873,048 $1,879,548 $1,879,548 $1,873,048 $1,885,548 $4,185,548
Interest Expense $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Taxes Incurred $2,768,512 $1,620,137 $1,044,887 $468,262 $469,887 $469,887 $468,262 $469,887 $469,887 $468,262 $471,387 $1,046,387
Net Profit $8,305,536 $4,860,411 $3,134,661 $1,404,786 $1,409,661 $1,409,661 $1,404,786 $1,409,661 $1,409,661 $1,404,786 $1,414,161 $3,139,161
Net Profit/Sales 33.22% 32.40% 31.35% 28.10% 28.19% 28.19% 28.10% 28.19% 28.19% 28.10% 28.28% 31.39%
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Appendix
Table: Cash Flow
Expenditures Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Net Cash Flow $12,937,516 ($3,210,444) $7,302,886 $3,160,332 $3,821,615 $1,409,661 $1,409,498 $1,404,948 $1,409,661 $1,409,498 $1,405,098 $3,804,994
Cash Balance $39,187,516 $35,977,072 $43,279,958 $46,440,290 $50,261,905 $51,671,566 $53,081,064 $54,486,013 $55,895,674 $57,305,172 $58,710,270 $62,515,265
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Appendix
Table: Balance Sheet
Current Assets
Cash $26,250,000 $39,187,516 $35,977,072 $43,279,958 $46,440,290 $50,261,905 $51,671,566 $53,081,064 $54,486,013 $55,895,674 $57,305,172 $58,710,270 $62,515,265
Accounts Receivable $10,697,716 $17,848,858 $19,583,333 $12,250,000 $7,333,333 $4,916,667 $4,916,667 $4,916,667 $4,916,667 $4,916,667 $4,916,667 $4,916,667 $7,416,667
Other Current Assets $920,380 $920,380 $920,380 $920,380 $920,380 $920,380 $920,380 $920,380 $920,380 $920,380 $920,380 $920,380 $920,380
Total Current Assets $37,868,096 $57,956,754 $56,480,785 $56,450,338 $54,694,003 $56,098,952 $57,508,612 $58,918,111 $60,323,059 $61,732,720 $63,142,219 $64,547,317 $70,852,311
Long-term Assets
Long-term Assets $1,243,965 $1,243,965 $1,243,965 $1,243,965 $1,243,965 $1,243,965 $1,243,965 $1,243,965 $1,243,965 $1,243,965 $1,243,965 $1,243,965 $1,243,965
Accumulated Depreciation $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Long-term Assets $1,243,965 $1,243,965 $1,243,965 $1,243,965 $1,243,965 $1,243,965 $1,243,965 $1,243,965 $1,243,965 $1,243,965 $1,243,965 $1,243,965 $1,243,965
Total Assets $39,112,061 $59,200,719 $57,724,750 $57,694,303 $55,937,968 $57,342,917 $58,752,577 $60,162,076 $61,567,024 $62,976,685 $64,386,184 $65,791,282 $72,096,276
Liabilities and Capital Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Current Liabilities
Accounts Payable $4,336,828 $16,119,950 $9,783,571 $6,618,462 $3,457,341 $3,452,629 $3,452,629 $3,457,341 $3,452,629 $3,452,629 $3,457,341 $3,448,279 $6,614,112
Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other Current Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Current Liabilities $4,336,828 $16,119,950 $9,783,571 $6,618,462 $3,457,341 $3,452,629 $3,452,629 $3,457,341 $3,452,629 $3,452,629 $3,457,341 $3,448,279 $6,614,112
Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Liabilities $4,336,828 $16,119,950 $9,783,571 $6,618,462 $3,457,341 $3,452,629 $3,452,629 $3,457,341 $3,452,629 $3,452,629 $3,457,341 $3,448,279 $6,614,112
Paid-in Capital $4,743,900 $4,743,900 $4,743,900 $4,743,900 $4,743,900 $4,743,900 $4,743,900 $4,743,900 $4,743,900 $4,743,900 $4,743,900 $4,743,900 $4,743,900
Retained Earnings $1,781,333 $30,031,333 $30,031,333 $30,031,333 $30,031,333 $30,031,333 $30,031,333 $30,031,333 $30,031,333 $30,031,333 $30,031,333 $30,031,333 $30,031,333
Earnings $28,250,000 $8,305,536 $13,165,947 $16,300,608 $17,705,394 $19,115,055 $20,524,716 $21,929,501 $23,339,162 $24,748,823 $26,153,609 $27,567,770 $30,706,931
Total Capital $34,775,233 $43,080,769 $47,941,180 $51,075,841 $52,480,627 $53,890,288 $55,299,949 $56,704,734 $58,114,395 $59,524,056 $60,928,842 $62,343,003 $65,482,164
Total Liabilities and Capital $39,112,061 $59,200,719 $57,724,750 $57,694,303 $55,937,968 $57,342,917 $58,752,577 $60,162,076 $61,567,024 $62,976,685 $64,386,184 $65,791,282 $72,096,276
Net Worth $34,775,233 $43,080,769 $47,941,180 $51,075,841 $52,480,627 $53,890,288 $55,299,949 $56,704,734 $58,114,395 $59,524,056 $60,928,842 $62,343,003 $65,482,164
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